March 15, 2011

In a noble quest to build a better boss, executives at Google have embarked on a plan code-named Project Oxygen. While this may sound like a plan to create the next search engine algorithm or app, it was instead Google’s way of unraveling the genetic code for determining the make-up of exceptional bosses at Google.

The company began by analyzing performance reviews, feedback surveys and nominations for top-manager awards. They combed over all this data to come up with the New York Times refers to as the Eight Habits of Highly Effective Google Managers.

Here are four of their findings:

1. Be a good communicator and listen to your team.

2. Help your employees with career development

3. Express interest in team members’ success and personal well-being.

4. Empower your team and don’t micromanage.

Sound familiar? I don’t know how many hours were invested into Project Oxygen, but I’m betting that number would be lots! I’m wondering why Google felt the need to conduct this analysis when well-respected organizations like Gallup have already done the research.

But here is what is really worrisome. Out of Project Oxygen, came some management pitfalls including the fact that sometimes, fantastic individual contributors are promoted into management without the necessary skills to lead people. This happens everywhere, including Google, where they now have statistical evidence this is happening in their organization. However, it’s what you do with the information that matters.

Laszlo Bock, Google’s vice president for people operations (code name for human resources) tells the tale of a manager whose people despise him. Bock refers to this manager as brilliant, but he did everything wrong when it came to managing his team. This manager was denied the promotion he wanted and was told this was because of his management style, or lack of it.

Google supported this manager with in-house one-on-one coaching and six months later, employees gave this manager high enough ratings to position him for a promotion. It’s hard to know if they did this in an attempt to rid themselves of this manager or if he did indeed improve enough to move to the next level. But here’s the kicker. According to Bock, this manager a year later is actually quite a bit better. “It’s still not great. He’s nowhere near one of our best managers, but he’s not our worst anymore. And he got promoted,” stated Bock.

Why go through all this analysis if you are going to ignore the data you collect? I’m wondering why they even promoted this manager. Surely a place like Google can attract and afford the best of the best, so why settle for anything less? I’m thinking that they are breathing their own exhausts and just prior to passing out someone said, “promote this guy!”

Roberta Chinsky Matuson is the President of Human Resource Solutions and author of the new book, Suddenly in Charge! Managing Up, Managing Down, Succeeding All Around (Nicholas Brealey, January 2011). Visit Roberta's Blog at Generations at Work or her Linked-in Group Suddenly in Charge! Sign up to receive a complimentary subscription to Roberta's monthly newsletter, HR Matters.

February 25, 2011

Lately I’ve noticed a pattern among CEO’s that I have been in conversation with. Many cannot get out of their own way and therefore are unable to move forward. There is nothing more frustrating then knowing where you want to go and not be able to get there, especially when the buck stops with you.

Here are five ways for CEO’s to get out their own way in order to increase profitability, while decreasing stress.

1. Less talking and more doing-Having the same discussion about the same people months later and wondering why nothing has changed does little to improve the condition of the organization. In fact, this approach usually makes matters worse. If you believe these people are really keepers, then provide them with the support they need to perform at their best. Otherwise, find replacements who can rapidly help you achieve your objectives.

2. Invest rather than cut-Make a list of companies that have successfully cut their way to profitability. Now think about the companies who have invested their way to profitability. Which list is longer? Most successful organizations achieve their position by investing in the organization. Think twice about your actions, before you cut your way to bankruptcy.

3. Let your people manage-Many CEO’s have a difficult time letting go. In particular, those that are the founders of the company. Yet this is exactly what you must do to take your company to the next level. You cannot drive your firm forward, by sitting in both the back and front seat of the organization. Someone has to be the one looking for the next turn. That someone must be you. If you are unable to trust the people you have hired to do the jobs you need done, then it’s time to revaluate your staff or your leadership style.

4. Find a trusted resource-CEO’s waste hours of their precious time seeking input from a variety of sources before moving ahead on particular matters. This time is lost forever. What makes matters worse is when nothing is done because the CEO feels overwhelmed by the variety of opinions. Imagine how much time you could free up if you had a trusted resource you could rely upon to discuss ideas with. Consider partnering with an executive coach who can help swiftly guide you through those moments when hesitation can lead to procrastination.

5. Face your fears-Just because you are the CEO doesn’t mean that you aren’t entitled to be afraid at times. It’s what you do in these moments that count. Acknowledge what is holding you back and then make a plan to move forward. As you do so, your fear will dissipate.

You’ve worked hard to become the CEO. Now get out of your own way so that you can enjoy the success you’ve earned.

Roberta Chinsky Matuson is the President of Human Resource Solutions (www.yourhrexperts.com) and author of the highly acclaimed book Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around, Sign up to receive a complimentary subscription to Roberta's monthly newsletter, HR Matters.

February 17, 2011

Just in, "I wish I could give your book to my boss so that he could become a more effective manager."

Are you thinking what I'm thinking? I bet half of you are thinking that you too wish you could give my book, Suddenly in Charge: Managing Up, Managing Down, Succeding All Around to your boss. However, fear will probably stop you from doing this. Of course if you read the book, you'd know exactly how to discuss this sensitive subject with your boss so that he or she would be willing to examine their management style to see if it's really working.

Some bosses actually worked their plan in order to obtain the position they are in today. However, many just wound up there due to circumstances. No one has taught them how to lead and most likely no one has taught the person above them either. It's just one of those situations where everyone is thrown into the deep end of the pool, regardless of their abilities. As hard as it might be, show some compassion as your boss may indeed be they guy who can't swim or in your case, manage to save his life.

Now the other half of you may be thinking, "Did one of my employees write this about me?" If you think this is even a remote possibility, then I suggest you sign up for my free teleconference, where you can ask me any questions you have on matters related to leadership and management. Do so today as we have a limited number of lines still available.

If you can't make the call, then think about asking your people to provide you with feedback regarding how well you are doing as a leader. At first, it may be tough to hear, but in the end you'll be glad that at least one person decide to throw you a life saver.

February 05, 2011

I just returned from watching The King's Speech, which happens to be a fine film. What struck me most about Geoffrey Rush's character (WARNING-Spoiler Alert,) is that he was able to help his client, the King of England, significantly improve even though Rush lacked all these letters after his name.

People mistakenly think that fancy designations after someones name means that they have the credentials to get the job done. Yes, sometimes this is the case. However, in many situations the certifications only mean that someone has gone through the designated hoops in order to be certified. Of course, we have no idea who is certifying the certifyers. We see this a lot in the field of executive coaching.

Let me ask you something. Would you rather work with a coach who has been in your shoes or someone who attended a week long program and has 80 hours of coaching under their belt? The King has a choice and thankfully he made the decision to move forward based on the success he had achieved with someone who was just plain good at his job. You don't have to be King to have the same rights. Choose the person who can help you improve your condition, even if they aren't a XYZABC certified professional.

February 01, 2011

We are so excited to present author and HR expert Sharon Armstrong's dozen performance management best practices with you. Sharon has generously agreed to share her timeless tips for performance maagement with our community. Be sure to check out Sharon's latest book, The Essential Performance Review Handbook

Sharon Armstrong's current best practices of high performance businesses:

1. Think of Performance Management as an entire system, starting in interviews with potential employees and continuing through orientation, training, coaching and counseling, and recognizing peak performance.

2. Stop communicating about PM as if it is an annual event. The only annual part of it is salary action and/or filing forms. Think of it as an on-going workplace conversation.

3. Train managers and employees on giving and receiving positive and negative feedback on an ongoing basis.

4. Hold managers accountable for having ongoing conversations around work and goals.

5. Actively seek to align individual goals with organization goals.

6. Encourage employee participation and ownership in the process. Create an environment where together the manager and employee can question, challenge and discuss goals and objectives to gain clarity.

7. Use their performance management system to link with the organization’s values; reinforce the importance of the organization’s core competencies.

8. Link the performance management system with retention, development, and succession planning initiatives.

9. Get support at the senior-level.

10. Openly communicate to all employees how your compensation system works. If merit pools average 2 to 3% annually let everyone know this. Manage expectations around annual increases to control rumor mill and misinformation.

11. Where possible, have a second-level review of performance evaluations (by HR or second-tier management).

BIO

Sharon Armstrong has over 20 years of experience as a Human Resources consultant, trainer and career counselor. Since launching her own consulting business in 1998, Sharon Armstrong and Associates, she has consulted with many large corporations and small businesses. She has facilitated training, completed HR projects and provided career transition services for a wide variety of clients in the profit and non-profit sectors.

Sharon received her Bachelor’s Degree from the University of Southern Maine and her Masters Degree in Counseling from George Washington University. She is a certified Professional in Human Resources (PHR).

Sharon is the co-author of a humor book, published by Random House. Heeling theCanine Within: The Dog’s Self-Help Companion was published in 1998. Her first business book, Stress-Free Performance Appraisals – Turn Your Most Painful Management Duty into a Powerful Motivational Tool was published by Career Press in July 2003. Her second business book, The Essential HR Handbook – A Quick and Handy Guide for Any Manager or HR Professional was published in Summer 2008. The Essential Performance Review Handbook, her last book,was published in May 2010. Sharon can be contacted at sharon@sharonarmstrongandassociates.com.

January 31, 2011

For years, I've admired the Ritz-Carlton Hotel brand. In fact, one of my favorite books is The New Gold Standard, by Joseph A. Michelli. In his book, Michelli takes us behind the scenes of a hotel chain that has set the gold standard for service across all industries. This topic is of particular interest to me, as I help clients become the Ritz-Carlton of their industries. Or at least I did.

I'm sorry to report folks, that all that glitters is not gold. From the moment I made my reservation, I prepared myself to have an experience unlike any other. Unfortunately, my dreams came true. Only not exactly like I imagined.

I checked into the Ritz-Carlton in Sarasota, Florida and was immediately handed my own personal business card with the designation, "guest in residence." I thought, "How lovely!" Little did I know this card really meant, "Make yourself at home." And I do mean at home.

As road warriors know, travel requires the ability to follow the rules, especially if you want to get past the TSA with your carry on luggage in hand. This means placing all your liquids in one quart-size clear, zip top plastic bag. Otherwise you will be forced to check your luggage.

Apparently the plastic bag lesson hasn't been taught at the Ritz. While unpacking, I noticed leakage in my quart size bag. I rinsed the bag out and hung it over the bathroom faucet to dry. When I returned to my room, the bag was gone. I thought, "No problem. I'm staying at a place known for their exceptional service. All I have to do is ask and this problem will quickly be resolved."

I placed a call to the front desk requesting a quart-size plastic bag. From their reaction, you would have thought I had made some bizarre request, similar to those usually reserved for rock stars. I was told that there were no plastic bags to be found. I was then referred to housekeeping. They sent someone to my room with a plastic bag for my ice bucket, because they didn't have the size I requested. I called back again explaining that this would not do. I then waited for their reply.

Silence. I then asked, "How might we resolve this problem?" Housekeeping assured me they would call back after checking around in the kitchen. No returned call. I called housekeeping again and asked, "How do you think we can fix the problem you created?" Silence. So I did what I thought any other guest in residence would have done. I made myself at home and took care of the matter myself. In my final attempt I said, "Well, here's what I am going to do. I am going to put my shoes on and I am going to walk into town and purchase my own plastic bags at Whole Foods."

At this point in time, I thought surely one of two things would have happened. They either would have sent their own person to purchase the bags or they would have offered to drive me to the store in one of their cars. Neither option was offered. Upon returning from my walk about, I handed the package of bags to the front desk to ensure another guest would not be sent packing for their own bags.

To some, this issue might seem trite. To me, this clearly demonstrates that if you are the one to set the bar, you have a minimum obligation to meet the expectations of those who are paying a premium to use your service or product. Otherwise you may as well be ordinary like everyone else.

As for me, the next time I have a client tell me they want to become the Ritz-Carlton of their industry, I'm going to encourage them to set their own standard. Who knows, if service failures like these are happening throughout their system, it may not be long before the Ritz starts knocking on my client's doors for training.

January 19, 2011

In my last blog posting I talked about some of the changes that were coming down the line. I'm a firm believer in the importance of improving a little bit everyday. However, this week I got to see the culmination of all the improvements that I have made over the past decade.

My new site yourhrexperts.com has now been officially launched. I invite you to tour the site and share your feedback with me. Be sure to visit many of the free resources that are now available on the site.

January 16, 2011

Why is it that some people find change so difficult, while others like myself, simply love the idea of something new? I have a difficult time understanding women who pay big bucks at the salon and come out looking exactly like they did when they walked in the last twenty times. I say, "Take a risk!"

We need to continually look at ways to improve ourselves. For some that may mean a new hair color while for others it may mean an entirely different look. Change is what keeps us fresh.

Being a person who embraces change, I'm always looking at what I might change in order to grow my business. Well after a lot of hemming and hawing, I decided to heed the advice I had been given and I invested in a complete makover for my web site. Check out my new web site. I think you'll agree this new site looks better on me than my old site, as it more acurately depicts the person I have become and the value I provide to my clients.

Here are some lessons that I learned from going through this process that can help you embrace change.

It's going to hurt-I'm not going to lie to you and say that it was a breeze putting this together. It took focus and hard work to make this happen. But now I'm on the other side. I look at the end results and am thrilled that I didn't settle for the status quo.

Change is not for the faint of heart-It's a process that once you begin, somehow it takes on a life of it's own. You have to be open to what may happen, as there is nothing certain about change.

Surround yourself with supportive people-These people should not be close friends who will tell you what you want to hear, rather than what you really need to hear. They are coaches and mentors who will tell you the truth, even if the truth hurts.

You will survive-Maybe you've just been fired or a large contract didn't get renewed. It may feel like the end of the world. I can assure you it isn't. Figure out what steps to take to move forward and then do so.

What are one or two things that you've been thinking needs to change in your life? What are you going to do to embrace these changes in the year ahead?

January 12, 2011

By now, you've probably heard that Starbucks has rolled out their "new" logo. This looks to me like the story of the Emperor Has No Clothes. Someone has convinced Mr. Schultz to invest a lot of money for an image that looks and feels exactly like the one he started with.

The first time I viewed the new logo I did a double click to ensure I was on the right page. Yep! No mistake there. It was then that I noticed the Starbucks name no longer appeared on the logo. Someone needs to let Mr. Schultz know that Starbucks is no Cheers. It's not a place where everyone knows your name. Consider the following scenario. A shopper is dashing through the supermarket and arrives at the coffee aisle, which is overflowing with packages of coffee. Those that are not card-carrying members of the Starbucks club may very well miss the connection without the Starbucks name on the package.

Having just gone through a rebranding of my own firm, I get the fact that you need to update your image every now and again. I also understand the investment needed to carry out this change. But what if in the end, you came up with something that is no better than what you had? In fact, it's worse.

I'm thinking the people at Starbucks are inhaling their own coffee vapors. No one has the guts to stop the coffee presses and say, "Hey, this doesn't make sense. What if we put this money into improving our service levels?" And dare I add, coffee.

I recall the time when Starbucks closed all their locations for a day in order to provide associates with training. I stopped in the next day for a cup of coffee and couldn't help but notice how the service had deteriorated. This is after a day of training. It doesn't take a rocket scientist or a barista for that matter to know that a day of training without ongoing support is just that.

So if any of you personally know Mr. Schultz, please relay this message. It's time to surround yourself with people who aren't afraid of getting fired for disagreeing with you. In fact, this is exactly what you need to expand the Starbucks brand. Call me ... we'll talk over a cup of coffee.

January 10, 2011

When is the last time you stopped what you were doing to celebrate a success? Did you finally achieve a milestone that you were working towards? Did your people achieve a goal that seemed unobtainable?

Every now and again, we all need to stop and celebrate success. Even me. I'm going to stop whatever I am doing tomorrow when the UPS driver pulls up to my house. You see, he will be delivering a box jammed full of Suddenly in Charge books. This journey began almost four year ago when I attended a book publishing workshop. Because of procrastination and a whole lot of other reasons, there was a bit of a delay in making this dream a reality. But no more excuses, for at least I have crossed the finishing line.

Please don't be surprised if I don't answer my phone tomorrow when you call. I may be sipping a glass of champagne on my couch, as I snuggle up to read Suddenly in Charge.

Take time to celebrate your successes, both large and small. Let us know what they are so we can all lift a glass to your success!